The Project s Network Diagram Ricardo Viana Vargas, MSc, IPMA-B, PMP ricardo.vargas@macrosolutions.com.br
Ricardo Viana Vargas, MSc, IPMA-B, PMP Ricardo Viana Vargas is a project, portfolio and risk management specialist. During the past 15 years, he has been responsible for over 80 major projects in various countries in the areas of petroleum, energy, infrastructure, telecommunications, information technology and finances, comprising an investment portfolio of over 18 billion dollars. He was the first Latin American volunteer to be elected Chairman of the Board for the Project Management Institute (PMI), the largest project management organization in the world with close to 500,000 members and certified professionals in 175 countries. Ricardo Vargas has written ten books on project management, published in Portuguese and English, which have sold over 200,000 copies throughout the world. In 2005 he received the PMI Distinguished Award for his contribution to the development of project management and the PMI Professional Development Product of the Year award for the PMDome workshop, considered the best project management training solution in the world. He is a project management professor for various MBA courses, and actively participates on editorial boards for specialized journals in Brazil and the United States. Vargas is a recognized reviewer of the PMBOK Guide, the most important reference in the world for project management, and also chaired the official translation of PMBOK into Portuguese. He is a chemical engineer and holds a master s degree in Industrial Engineering from UFMG (Federal University of Minas Gerais). Ricardo Vargas also holds a Master Certificate in Project Management from George Washington University and is certified both as a Project Management Professional (PMP) by PMI and as IPMA-B by the International Project Management Association. He attended the Program on Negotiation for Executives at Harvard Law School. Over an eleven year timeframe, which began in 1995, Ricardo, in conjunction with two partners, established one of the most solid Brazilian businesses in the area of technology, project management and outsourcing, which had a staff of 4,000 collaborators and an annual income of 50 million dollars in 2006, when Ricardo Vargas sold his share of the company to dedicate himself on a fulltime basis to the internationalization of his project management activities. He is a member of the Association for Advancement of Cost Engineering (AACE), the American Management Association (AMA), the International Project Management Association (IPMA), the Institute for Global Ethics and the Professional Risk Management International Association (PRMIA). BY MACROSOLUTIONS SA. TODOS OS DIREITOS RESERVADOS 2
Network Diagram Any schematic display of the logical relationships between the project s activities. It is always depicted from left to right to show the chronological sequence of project execution. Vulgarly known as PERT network. The diagram shows the interrelationships between all activities in a project.
Network Diagram
The Origin of the Network Diagram Developed in 1957 by the US Navy during the construction of the Polaris submarines. It was a joint effort between the Navy and Lockheed, a traditional aviation and military company with links to NASA and Booz, Allen & Hamilton. By using this new tool, it was possible to reduce the development time of the Polaris Project in 45%.
Type of Network Diagram AOA Activity on Arrow AON Activity On Node
AOA Activity On Arrow Shows the diagram with the activities being represented by arrows that connect to an initial and a final state. Mainly used when managing projects without a computer. Also known as ADM (Arrow Diagramming Method).
Network Diagram - AOA
AON Activity On Node Shows the activities on nodes between the arrows. Currently the most used visualization tool because it is automatically generated by most of the project management software tools.
Network Diagram - AON
Some Observations There is a starting point. There is an end point. All activities have predecessors. All activities have successors. The network must be kept up-to-date There are no loops.
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